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ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS JANURAY 2011 VOL 2, NO 9 Table 4.4 reflects the information that how the respondents express there views and feelings in the 1 st statement as 0%, 0%, 0%, 12% and 8% very poor, poor, some problem, good and very good respectively. While the results expressed in 2 nd statement, 0%, 0%, 0%, 6%, and 14%. Similarly the results given in 3 rd statement like 0%, 0%, 0%, 10% and 10%. The results stated in 4 th statement are 0%, 0%, 0%, 8%, and 12%. While the out come of the 5 th statement were 0%, 0%, 0%, 6% and 14% respectively. A chi-square value for the above table is 13.957 with p-value 0.007 was recorded to test the association between various categories of responses regarding the following statements and that of responses, that is, very poor, poor, some problem, good and very good. It is evident that p-value is less than 5% level of probability (i.e. p-value=0.000 < α-value=0.05) indicating that the null hypothesis of no association between the two attributes regarding the stated hypothesis is rejected i.e. there is no relationship between the leadership and the employees performance. It is therefore, concluded that there is the relationship between the leadership and the employees performance that result in efficiency of employees. The results are in proximity with Westa et al. (2003) stated that universal theory of leadership contends that certain personal characteristics and skills contribute to leadership effectiveness in many situations. General personality traits associated with effective leadership are, Self confidence, trustworthiness, dominance, self awareness, high tolerance for frustration, initiative, flexibility and adaptability, courage, internal locus of control are the quality of leaders that lead to excellent performance for improvement and effectiveness of organization. Table 4.5 reflects the information that how the respondents express there views and feelings in the 1 st statement as 0%, 0%, 2%, 6% and 12% very poor, poor, some problem, good and very good respectively. While the results expressed in 2 nd statement, 0%, 0%, 0%, 8%, and 12%. Similarly the results given in 3 rd statement like 0%, 0%, 0%, 6% and 14%. The results stated in 4 th statement are 0%, 0%, 2%, 6%, and 12%. While the out come of the 5 th statement were 0%, 0%, 0%, 12% and 8% respectively. A chi-square value for the above table is 28.085 with p-value 0.000 was recorded to test the association between various categories of responses regarding the following statements and that of responses, that is, very poor, poor, some problem, good and very good. It is evident that p-value is less than 5% level of probability (i.e. p-value=0.000 < α-value=0.05) indicating that the null hypothesis of no association between the two attributes regarding the stated hypothesis is rejected i.e. there is no relationship between the leadership and the employees performance. It is therefore, concluded that there is the relationship between the leadership and the employees performance. This tendency reflects that effective leadership facilitates, build trust, inspire, and coach team members for improvement of organization performance. Results are in agreement to Day et al. (2004) who stated that organizations need leaders who are knowledgeable, in the team process and who can help interpersonal demands of teams. Leaders helps them to, build trust and inspiring teamwork, Coaching Team members, Facilitating and supporting decisions of team, Expanding‘s team capability, Creating team Identity, Anticipating and Influence Change, Enabling and Empowering group members, Encouraging team members to eliminate low value work. COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 294
ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS JANURAY 2011 VOL 2, NO 9 5.Conclusion It was concluded that in motivational factor, employee involvement, delegation, proper remuneration, employee development and meeting requirements of internal customers had positive impact on employee‘s performance. It was also revealed that leaders were involved in establishing specific measurable, attainable, realistic and time-targeted objectives. More than 32% leaders were lacking to approach, their employees for better communication, visibility and availability.The personality traits associated with effective leadership such as, self-confidence, flexibility and adoptability, open mind ness were present for improvement and development in championing excellence. In team working leaders supported to build employee morale, confidence to produce synergy in pharmaceutical companies. COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 295
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